Self Review Test
An assembly line worker
A laborer
A salesperson
A manager
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Team leader
First-line manager
Middle manager
Top manager
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Store manager
Regional manager
Division manager
Shift manager
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Middle managers
production managers
First-line managers
Top managers
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Research managers
Production managers
Top managers
First-line managers
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First-line managers
Team leaders
Top managers
Middle managers
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Commanding
Organizing
Planning
Managing
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Cutting inventory levels
Meeting customers' rigorous demand
Increasing product reject rates
Increasing the amount of time to manufacture products
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Inefficacy
Inefficiency
Ineffectiveness
Ineffableness
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Increased its effectiveness
Increased its efficiency
Increased its equity
Increased its effability
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Decreasing production time
Doing things right
Reducing inventory
Doing the right things
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Effectiveness; effability
Efficiency; effectiveness
Efficiency; experience
Effectiveness; efficiency
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High efficiency and high accessability go hand in hand
High efficiency and high effectiveness go hand in hand
High efficiency and high effervescence go hand in hand
High efficiency and high equanimity go hand in hand
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Three
Nine
Five
Four
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Planning, organizing, commanding, and coordinating
Planning, organizing, leading, and controlling
Planning, organizing, coordinating, and controlling
Planning, organizing, commanding, and controlling
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Determining who does what tasks
Motivating organizational members
Hiring organizational members
Setting organizational goals
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Leading
Planning
Organizing
Coordinating
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Controlling
Planning
Leading
Organizing
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Controlling
Leading
Organizing
Planning
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Controlling
Leading
Organizing
Planning
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Henri Fayol
Abraham Maslow
Peter Drucker
Henry Mintzberg
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Technical
Informational
Decisional
Interpersonal
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Technical
Informational
Decisional
Interpersonal
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Figurehead
Spokesperson
Leader
Liaison
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Monitor
Resource allocator
Negotiator
Liaison
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Entrepreneur
Figurehead
Monitor
Disseminator
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Disseminator
Negotiator
Figurehead
Leader
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Omnipotent and symbolic
Omnipotent and reflective
Reflective and interactive
Symbolic and interactive
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An organization's success or failure is due to external forces outside managers' control
Managers cannot significantly affect an organization's performance because they are constrained by the abilities of their employees
Managers are directly responsible for an organization's success or failure
Managers' roles are increasingly becoming peripheral and staff manage their own areas of expertise
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The organization has a participative management style and decisions are guided by consensus.
The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes.
As the organization has an autocratic management style, the employees are responsible for organizational policies.
The CEO holds the view that managers have only a limited role in organization success or failure.
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Managers' roles are peripheral and staff manage their own areas of the business
Managers should allow employees to take part in decision-making
Managers are directly responsible for an organization's success or failure
Managers have little or no responsibility for an organization's success or failure
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Laissez-faire
Symbolic
Democratic
Omnipotent
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Omnipotent
Symbolic
Democratic
Laissez-faire
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External forces are responsible for an organization's success or failure.
Managers are directly responsible for an organization's success or failure.
Employees are directly responsible for an organization's success or failure.
Managers have to ensure that every obstacle is overcome on the way to achieving the organization's goals.
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Influential
Significant
Extensive
Limited
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Every aspect of an organization's performance, from the top level to the operational level
The fluctuating fortunes of the organization as they alternate between profits and losses
Control and influence in developing plans and making decisions
The take-charge executive who overcomes any obstacle to see that the organization achieves its goals
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The attitudes of customers
The culture of the organization
The prevailing political conditions
The fluctuations in the stock market
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Sources reveal that CookRite's competitors saw a similar drop in sales over the same time period.
The symbolic view of management, which Daniel holds, is the preferred method in that industry.
Demand for kitchen appliances has increased significantly over the past year.
The price of technology used in CookRite products fell during this period, as a result of innovations.
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A new competitor entered the market six months ago, and sold products below cost to gain market share.
CookRite's competitors saw a similar drop in sales over the same period.
Demand for kitchen appliances has increased significantly over the past year.
The price of technology used in kitchen appliances fell and CookRite subsequently reduced its prices.
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Stock market fluctuations
Lifestyles and behavior
Political stability
Geographic location
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Family composition
Geographic location
Education level
Disposable income
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Sociocultural
Demographic
Political
Economic
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How much do readers spend on e-books in a month?
What types of books do customers buy in traditional form?
Which format is more reader-friendly, e-books or traditional books?
How many books does an individual customer buy in a month?
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Family composition
Behavior patterns
Political stability
Education level
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Lack of leverageability for business borrowers
Massive global liquidity
High interest rates on mortgages
Difficulty in securing housing credit
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Post-Millenials
The Silent Generation
The Baby Boomers
The Gen Y-ers
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Gen Y-ers
The Silent Generation
Baby Boomers
Post-Millenials
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Degree of change and degree of complexity
Degree of impact and degree of timing
Degree of complexity and degree of impact
Degree of change and degree of volume
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Quiz Review Timeline (Updated): Mar 22, 2023 +
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